International Human Resource Management

Description

This toolkit addresses the key issues in international human resource management. It provides a whole range of essential practical and down-to-earth tools and techniques to help those working in international HR get to grips with their role quickly, enabling them to increase their capability and thus provide greater impact on the business.

The toolkit is broken down into the following sections:
Section 1: Setting the Strategic Context: Structure, Roles and Culture
Section 2: International Talent Management
Section 3: International Compensation
Section 4: International Talent Development
Section 5: Managing for special situations

All tools, including assessment tools, questionnaires and checklists to support the user through the key aspects of international HRM are available online and can be customised in order to meet your organisation's needs.

Contents

INTRODUCTION

SECTION 1 SETTING THE STRATEGIC CONTEXT: STRUCTURE, ROLES AND CULTURE
Section 1.1 - Making the link between global strategy and an international HRM framework
- Some contextual theory
- PESTLE Analysis: world-wide
- PESTLE Analysis: examples of country-specific analyses
- Linking global variables to the required roles for International HR professionals
- Linking roles to the required competencies for HR professionals

Section 1.2 - International HR structures and capabilities
- How international is your HR function?
- International HR policies and practices: to centralise or decentralise?
- Structures and locations for HR teams

Section 1.3 - International employee relations
- Gathering the necessary information for managing international employee relations

Section 1.4 - Global data provision and international e-HR systems
- What data is required for managing HR on a more international basis?
- How can transactional e-HR be best enabled on an international basis?

Section 1.5 - Dealing with cultural differences internationally
- Framing the cultural differences of International HRM
- Culture quiz
- Taking account of different business norms and protocols

SECTION 2 INTERNATIONAL TALENT MANAGEMENT
Section 2.1 - Planning for Global Talent Management
- Moving towards a more global planning model for talent management
- Different models for staffing a multinational organisation
- A comprehensive guide to managing employees on a global basis

Section 2.2 - `International Employees¿
- Select for success; prevent failure

Section 2.3 - Locally-recruited staff¿
- Gathering the data
- Attracting local talent

SECTION 3 INTERNATIONAL COMPENSATION
Section 3.1 - The psychological contract
- Making the link between the psychological contract and total reward

Section 3.2 - Expatriates
- Rewarding expatriate employees: what strategy to adopt?
- Putting together an expatriate total reward package

Section 3.2 - Locally-employed staff and other categories
- Total reward structures for locally-recruited staff
- A checklist of factors to be aware of for compensating local recruits
- Dealing with non-typical types of employees

SECTION 4 INTERNATIONAL TALENT DEVELOPMENT
Section 4.1 - Defining and planning for talent
- Defining talent for development purposes
- Competencies: friend or foe?
- The development plan

Section 4.2 - Induction/on-boarding
- Inducting expatriates
- Inducting local recruits

Section 4.3 - Learning for locally recruited employees
- Key elements

Section 4.4 - Succession planning in an international context
- International succession planning

Section 4.5 - International performance management
- Adapting a performance management system to translate internationally
- The performance management case study

Section 4.6 - Repatriation
- Supporting successful repatriation

SECTION 5 MANAGING FOR SPECIAL SITUATIONS
Section 5.1 - HR policies and practices to support a foreign acquisition
- Harmonising HR and reward systems: value and fairness

Section 5.2 - Risks and crises: how to pre-empt and manage them
- Preparing for risks - terrorism, kidnapping and other security issues
- Designing an evacuation plan
- Relocation of an organisation in a crisis
- Managing Corruption: designing policies and practices to address it at a local level

Authors

Ann Rennie
Ann's background lies in Global HR Management in Senior Line positions, in the International Organisation, Banking and NGO sectors. She has in-depth experience in implementing and advising on Global HR and Change programmes, as well as in Capacity-building and Talent Management in both developed and developing countries.

Rita McGee
Rita McGee works as a consultant, trainer, facilitator and executive coach and specialises in the strategic development and implementation of human resource practice. She designs and delivers an array of training programmes aimed at building organisational, team and individual capability.